Hospital service line management tool

ABSTRACT

A method for managing, organizing, integrating, and evaluating a service line of a hospital. Primary goals of the present method include, for example, improving patient care, increasing financial margins, and building volume.

CROSS-REFERENCE TO RELATED APPLICATION

This application claims priority from U.S. Provisional Patent Application No. 61/140,172, entitled “Hospital Service Line Management Tool,” filed on Dec. 23, 2008, by the same inventors hereof, the disclosure of which is expressly incorporated herein by reference.

BACKGROUND

1. Field of the Invention

The present invention relates to a method for managing and evaluating a hospital. More particularly, the present invention relates to a method for managing and evaluating a specific service line of a hospital.

2. Description of the Related Art

Government agencies, health insurance companies, and consumers, have a desire to be informed of hospital performance data. Corporations and other organizations, such as U.S. News & World Report, compare and rank hospitals to one another based on certain evaluation criteria and report this information to the public.

The hospital itself also has a desire to be informed of its own performance data to improve patient care, increase financial margins, and build volume.

SUMMARY

The present invention provides a method for managing, organizing, integrating, and evaluating a service line of a hospital. The primary goal of this method is to create a program of distinction for the service line by programmatically improving patient care, increasing financial margins, and building volume, for example. The method involves identifying gaps or opportunities for improvement and strategically resolving those gaps to create a program of distinction.

According to an embodiment of the present invention, a method is provided for managing and evaluating a service line of a hospital. The method includes the steps of: collecting data relevant to the service line of the hospital; awarding the service line of the hospital a raw score out of a possible score in each of a plurality of categories based on the collected data; calculating a percentage score by dividing the sum of the raw scores for the plurality of categories by the sum of the possible scores for the plurality of categories; associating the percentage score with a stage of maturation; and reporting the stage of maturation to the hospital.

According to another embodiment of the present invention, a method is provided for managing and evaluating a service line of a hospital. The method includes the steps of: collecting data relevant to the service line of the hospital; awarding the service line of the hospital a raw score out of a possible score in each of a plurality of categories based on the collected data; classifying the service line of the hospital in one of an infancy stage, a development stage, and a maturity stage based on the sum of the raw scores for the plurality of categories; and providing feedback to the hospital based on the classifying step.

According to yet another embodiment of the present invention, a method is provided for managing and evaluating a service line of a hospital. The method includes the steps of: collecting data relevant to the service line of the hospital; evaluating the service line of the hospital in a plurality of categories, the plurality of categories selected from the group consisting of: patient care, infrastructure, customer service, strategic goal planning, physician engagement, referral sources, and brand strategy; classifying the service line of the hospital in one of an infancy stage, a development stage, and a maturity stage for each of the plurality of categories; and providing feedback to the hospital based on the classifying step.

BRIEF DESCRIPTION OF THE DRAWINGS

The above-mentioned and other features and advantages of this invention, and the manner of attaining them, will become more apparent and the invention itself will be better understood by reference to the following description of embodiments of the invention taken in conjunction with the accompanying drawings, wherein:

FIG. 1 is a flow diagram of an exemplary method of the present invention;

FIG. 2 is a chart illustrating a scoring step of the present method;

FIG. 3 is a chart illustrating a maturation scale of the present method; and

FIG. 4 is a schematic diagram illustrating an exemplary system of the present invention.

Corresponding reference characters indicate corresponding parts throughout the several views. The exemplifications set out herein illustrate exemplary embodiments of the invention and such exemplifications are not to be construed as limiting the scope of the invention in any manner.

DETAILED DESCRIPTION

A hospital is an institution for providing health care treatment to patients. The hospital may be divided into departments, also referred to as service lines, depending on the type of health care being provided. These service lines may include orthopedics, cardiovascular, oncology, neuroscience, and women's health, for example. Each service line may be further divided into product lines or specialties. For example, a musculoskeletal service line may include the following product lines: joint replacement, spine care, hand and upper extremity, foot and ankle, rehabilitation, and sports medicine, depending on the type of procedures being performed.

Referring to FIG. 1, the present invention provides an exemplary method 100 for managing, organizing, integrating, and evaluating a service line of a hospital. Primary goals of the present method include, for example, improving patient care, increasing financial margins, and building volume, to create a program of distinction.

Beginning with block 102 of FIG. 1, a first step of the present method involves collecting data and programmatic information relevant to a service line of a hospital. The step of collecting data and programmatic information relevant to the service line may involve, for example, making personal observations, gathering demographic data from the surrounding geographic area, inspecting hospital facilities, interviewing hospital staff, administrators, and referral sources, analyzing financial data (such as market share), analyzing patient care data, and evaluating competitors of the hospital. According to an exemplary embodiment of the present invention, the data collected should reflect strengths, weaknesses, opportunities, and potential threats to the service line of the hospital.

Continuing to block 104 of FIG. 1, another step of the present method involves scoring the service line of the hospital. Specifically, the scoring step involves scoring the service line of the hospital in a plurality of categories 10, as shown in FIG. 2. For example, categories 10 may include a Reinforce Service Line Infrastructure category 10 a, a Strengthen Customer Service category 10 b, a Balance Goals category 10 c, an Engage Physicians category 10 d, an Integrate Referral Sources category 10 e, a Link Care Continuum category 10 f, and a Build Brand Strategy category 10 g. According to an exemplary embodiment of the present invention, categories 10 represent overarching goals of the service line of the hospital.

To facilitate the scoring step of block 104 of FIG. 1, categories 10 may be divided into subcategories 12, as shown in FIG. 2. Subcategories 12 may be key elements of the care continuum. For example, the Engage Physicians category 10 d may be divided into a Value to Physicians subcategory 12 a, a Physician Leadership subcategory 12 b, a Physician Engagement Plan subcategory 12 c, and a Percentage of Targeted Physicians Actively Engaged subcategory 12 d.

To further facilitate the scoring step of block 104 of FIG. 1, subcategories 12 may be divided into subsets 14, as shown in FIG. 2. For example, the Physician Leadership subcategory 12 b may be divided into subsets 14 a, 14 b, and 14 c. According to an exemplary embodiment, subset 14 a is used to evaluate the extent to which key physicians are actively engaged in the service line's leadership structure and collaborate with the hospital in the development of the service line's strategic plan; subset 14 b is used to evaluate the extent to which a service line-specific physician leadership structure collaborates with the hospital on service line initiatives, including strategic planning and care, margin, and volume initiatives; and subset 14 c is used to evaluate the extent to which key physicians effectively influence peers in supporting efforts to positively impact the service line's goals.

The Reinforce Service Line Infrastructure category 10 a of FIG. 2 may be divided into subcategories and subsets as set forth in Table 1 below.

TABLE 1 Reinforce Service Line Infrastructure Category Subcategories Subsets Administrative Dedicated resources/capital to service line; communications regarding service line by Commitment senior leadership throughout the organization. Administrative senior leader for service line. Administration meets quarterly with key service line individuals (e.g., reviews key service line indicators/initiatives, determines key strategic focus of service line, and provides mandates). Annual strategy sessions. Senior leadership oversight of strategic plan. Physician Key physician(s) in leadership roles (formal or informal); key physician(s) effectively Leadership drive change among peers. Routine vehicle for physician leader(s) to collaborate with peers and hospital leadership to address on-going developments. Physician leader(s) have integral role in establishing strategic plan, budget, and volume growth projections for service line. Operational Service line management structure/teams (e.g., reporting structure, vehicle to Support delegate/assess service line execution tactics). Service line director dedicated full-time to program; defined role and responsibilities. Service line infrastructure operation (e.g., tracks key metrics, develops action plans, drives improved performance measures). Service line management structure manages performance of service line and budget.

The Strengthen Customer Service category 10 b of FIG. 2 may be divided into subcategories and subsets as set forth in Table 2 below.

TABLE 2 Strengthen Customer Service Category Subcategories Subsets Customer Established customer service principles from senior leadership. Service Customer service “champion” position for service line. Commitment Senior leadership ensures effective execution of service line customer service program. Customer service goals incorporated into service line managers' and key department leaders' annual performance plans. Customer Key departments within service line educated on customer service (e.g., vision, Service principles, process, and goals). Infrastructure Customer service principles shared within organization. and Process Detailed customer service actions established by job function. Customer service guide effectively communicated (at least annually). Customer satisfaction teams at service line or department level. New employees educated on customer service (e.g., approaches and tools). Customer Standardized measuring tools utilized at a department/unit level (e.g., Press Ganey, Service Hospital Consumer Assessment of Healthcare Providers and Systems (H-CAHPS), Metrics Surgical Care Improvement Project (SCIP), Joint Commission on the Accreditation of Healthcare Organizations (JCAHO), Premier, Leapfrog) Standardized scores for department-level programs have acceptable return rate (e.g., >85%). Standardized scores tracked and shared at department level. Standardized scores managed and improved through customer service team. Service line scores consistently at or above goal. Standardized scores leveraged to internal and external stakeholders. Average 2-quarter average for standardized, third-party scores (e.g., below 50^(th) percentile = 0; 50^(th)-74^(th) percentile = 1; 75^(th) percentile and above = 2).

The Balance Goals category 10 c of FIG. 2 may be divided into subcategories and subsets as set forth in Table 3 below.

TABLE 3 Balance Goals Category Subcategories Subsets Care Participation in national and regulatory programs; results utilized to drive change within organization. Physicians and direct care providers involved in patient outcome metrics. Patient outcomes (including customer service), metrics, and goals established, tracked, and communicated at unit or condition level (e.g., joint replacement, spinal care). Process improvement plan for patient outcomes metrics; results used to create operational or clinical change. Track patient outcomes by diagnosis; results used to create operational and clinical change. Patient outcomes leveraged internally and externally. Margin Service line margin goals established, managed, and communicated by product line. Service line manager manages cost and revenue opportunities and routinely reports variances to senior leadership. Infrastructure executes change to enhance margins. Volume Volume growth goals attached to market share goals in primary, secondary and total service area. Volume growth goals established through collaboration of physicians and key service line departments (e.g., operating room and unit nurse director). Volume growth goals defined, tracked and routinely reported through key leadership group (minimum of quarterly). Tactical execution plan to achieve growth plan. Implications of additional resources, facilities, and care understood; action plan developed to support volume growth.

The Engage Physicians category 10 d of FIG. 2 may be divided into subcategories and subsets as set forth in Table 4 below.

TABLE 4 Engage Physicians Category Subcategories Subsets Relationship/ Physicians perceive value in being actively involved in decisions affecting patient Program Value care. to Physicians Physicians perceive value in being associated with programming and collateral/ educational materials of service line. Key physicians link own success (e.g., quality of care, volume, and finances) to service line success. Physician Key physicians actively engaged in service line specific leadership structure and Leadership collaborate in development of service line strategic plan. Service line-specific physician leadership structure collaborates with hospital on service line initiatives (e.g., strategic planning, care, margins, and volumes). Key physicians effectively influence peers in supporting service line goals. Physician Service line-specific physician engagement plan including both short and long term Engagement strategies. Plan Physician engagement plan pro-actively implemented. Physician engagement plan routinely (at least annually) evaluated and modified. Targeted Targeted physicians actively engaged (e.g., 0-20% = 0; 21-50% = 1; 51-100% = 2). Physicians Engaged

The Integrate Referral Sources category 10 e of FIG. 2 may be divided into subcategories and subsets as set forth in Table 5 below.

TABLE 5 Integrate Referral Sources Category Subcategories Subsets Resource Data collection process for referring physicians (e.g., collection during admission process) used to develop integrated referral source plan. Service line referral base understood by physician specialty (e.g., joint replacement, spinal care, etc.). Referral base extends beyond primary care physicians (PCP's) (i.e., includes rheumatology, physiatry, emergency departments (ED), occupational medicine, certified athletic trainers (ATC's), community resources, etc.). Defined goals for referrals by product line. Physician liaison communicates services and capabilities to existing and potential referral sources. Integration Needs, wants, and expectations of top referral sources understood. Clear vision and plan for integrating referral sources. Physicians share referral information with hospital. Volume increase in base and new referrals. Education by specialty occurs routinely (at least twice per year). Objective data (e.g., patient satisfaction, patient outcomes) leveraged with referral sources.

With respect to the Link Care Continuum category 10 f of FIG. 2, each product line of a service line may be evaluated independently. For example, for a musculoskeletal service line, the joint replacement product line, spine care product line, rehabilitation product line, and sports medicine product line may be evaluated independently.

To evaluate a joint replacement product line, the Link Care Continuum category 10 f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 6 below.

TABLE 6 Link Care Continuum Category for Joint Replacement Product Line Subcategories Subsets Community Action plan to transport target audience and service area patients into care continuum. Integration Promotes community programming/education (e.g., 4 times per year) to highlight joint pain prevention and management and joint replacement. Coordinated care processes to integrate community-based referral sources (e.g., assisted living facilities (ALF's), skilled nursing facilities (SNF's)). Internal education for volunteers and hospital employees to showcase joint replacement program, surgeons, and ancillary care providers. Integration of Hospital tracks referral source on admission. Physician Deliberate processes to integrate and increase surgeon referrals. Referral Joint pain care algorithm to facilitate medical management and surgical referrals. Sources Referral source relationships with sub-specialties to improve quality of referrals. Continuing medical education (CME) program for referring physicians, extenders, and sub-specialties. Surgeon Physician leadership support for clinical decision making. Relationships Pre-operative education provided by physician (e.g., surgical procedure education, patient experience education). Needs, wants, and expectations related to programmatic and clinical goals defined and prioritized. Surgeon's office linked to hospital for streamlined scheduling. Admitting history and physical (H&P) process involves PCP, surgeon, and hospital requirements; updated within 24 hours of admission. Operating room efficiencies identified. Operating room standards of care and processes established. Surgeon's joint replacement cases aggregated to defined days of the week. Patient outcomes metrics established when surgical referral is identified. Collateral materials to support physician volume growth. Physician marketed to brand/program (e.g., provider of joint replacement). Hospital Pre-admission testing protocol process standardized for specific patient population Services (e.g., inclusive of anesthesia education and assessment). (Pre-Surgical Standardized process to review results prior to surgical date. Services) Standardized pre-admission education at hospital site. Hospital Standardized pre-operative orders. Services Variation of physician preferences reduced. (Day of Comprehensive multi-disciplinary pain management protocols. Surgery) Hospital Joint program coordinator responsible for day-to-day operations of joint program and Services communication with senior leadership and physicians. (Acute Care) Multi-disciplinary product line team to implement programmatic change. Key success metrics established, tracked, and communicated (e.g., dashboard and patient outcomes report card). Reporting of metrics and action plan is routine agenda item on nursing unit. Joint replacement nurse education training based on physician protocols. Standardized post-operative orders and clinical pathways; variances understood through routine chart audits. Discharge criteria communicated to patient upon admission. Patients aggregated on one patient unit with bed control support. Joint replacement surgeries migrated to Monday/Tuesday dates; care, resources and length of stay (LOS) consistent regardless of surgical day. Patient outcomes tracked and communicated to care team. LOS tracked and communicated to care team. Customer service program integrated at unit level. Hospital Established patient care goals. Services Integrated post-acute care services to ensure timely access to patient care. (Post-Acute Care) Rehabilitation Established patient protocols for Physical and Occupational Therapy. Patient progress within rehabilitation communicated with discharge planner to ensure timely discharge. Distinction Multi-disciplinary, pre-operative patient education classes (occur for >80% of patients). Block scheduling for pre-admission testing (PAT) to link between PAT and pre- operative education. Joint replacement nursing unit staff performs PAT through coordinated scheduling efforts. Branded and high quality educational materials related to pre-operative care process and hospital admission preparation. Patient “coach” role to encourage family support and participation during education, admission, and post-discharge care. Pre-operative physical therapy evaluation/strengthening program. Pre-operative case management integration. Segregated unit dedicated to joint replacement patients. Private rooms. Direct admission to unit allowing for pre-operative and post-operative care consistency. Dedicated nursing and rehabilitation staff. Joint replacement cases performed on Monday/Tuesday to ensure “group” approach to care. Unit based group therapy sessions. Celebratory event with patients and staff prior to discharge. Wellness approach promoting independence. Patient amenities to emphasize differentiation (e.g., welcome “gift,” access to hairdresser prior to discharge). Annual patient recognition event (e.g., dinner/dance, golf outing). Specialty program certification (e.g., Joint Commission Disease specific care certification, Blue Cross program of distinction). Discharge goals identified and tracked (e.g., >80% of goal patients discharged).

To evaluate a spine care product line, the Link Care Continuum category 10 f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 7 below.

TABLE 7 Link Care Continuum Category for Spine Care Product Line Subcategories Subsets Community Action plan to transport target audience and service area patients into care continuum. Integration Promotes community programming/education (e.g., 3 times per year) to highlight low back pain prevention and management and surgical intervention options. Internal education for volunteers and hospital employees to showcase low back pain surgical and non-surgical care options, surgeons, and ancillary care providers. Referral call line tracks referrals and demographics; information leveraged to identify consumer needs. Integration of Hospital tracks referral source on admission. Physician Deliberate processes to integrate and increase surgeon referrals. Referral Low back pain algorithm to facilitate medical management and surgical referrals. Sources Referral source relationships with sub-specialties to improve quality of referrals. Referral source relationships with osteoporosis care providers (e.g., ob/gyn, endocrinology, interventional radiology, gerontology) to manage at-risk patient population. Emergency Department and hospitalists educated to spine care program and available clinical resources. CME program for referring physicians, extenders, and sub-specialties to improve patient care and access. Surgeon Physician leadership support for clinical decision making. Relationships Pre-operative education provided by physician (e.g., surgical procedure education, patient experience education). Needs, wants, and expectations related to programmatic and clinical goals defined and prioritized. Surgeon's office linked to hospital for streamlined scheduling. Admitting history and physical (H&P) process involves PCP, surgeon, and hospital requirements; updated within 24 hours of admission. Operating room efficiencies identified. Operating room standards of care and processes established (e.g., process to assess, approve, and implement new technology). Patient outcomes metrics established when surgical referral is identified. Collaborative marketing to attach physician to brand/program. Consistent inpatient vs. outpatient procedures based on care needs and payor trends. Financial and care implications communicated prior to transition from inpatient to outpatient procedures. Approaches coordinated between orthospine and neurospine. Hospital Consistent admission criteria for back pain patients. Services Clinical criteria for assessment and admission of vertebral fracture patients; (Emergency coordinated scheduling of outpatient procedures. Services) Referral process for non-admitted back pain patients. Process for off-hours Emergency Department visits. Hospital Pre-admission testing protocol process standardized for specific patient population Services (e.g., inclusive of anesthesia education and assessment). (Pre-Surgical Standardized process to review results prior to surgical date. Services) Standardized surgical spine pre-admission education at hospital site. Bracing needs identified and/or obtained prior to admission. Hospital Standardized pre-operative orders. Services Variation of physician preferences reduced. (Day of Post-op care transfer from post anesthesia care unit (PACU) to nursing unit. Surgery) Hospital Consistent written discharge instructions demonstrating progressive mobility. Services Surgical start time conducive to recovery in outpatient area. (Outpatient Post-operative referrals provided upon discharge. Surgery) Hospital Spine program coordinator responsible for day-to-day operations of spine program and Services communication with senior leadership and physicians. (Acute Care) Multi-disciplinary product line team to implement programmatic change. Key success metrics established, tracked, and communicated (e.g., LOS tracking, dashboard and patient outcomes report card). Reporting of metrics and action plan is routine agenda item on nursing unit. Surgical spine nurse education training based on physician protocols. Standardized post-operative orders and clinical pathways; variances understood. Discharge criteria communicated to patient upon admission. Patients aggregated on one patient unit with bed control support regardless of surgical specialty (e.g., neurospine vs. orthospine). Patient outcomes tracked and communicated to care team. LOS tracked and communicated to care team. Customer service program integrated at unit level. Bracing provisions do not interfere with timely functional progression and patient discharge. Inpatient Patient protocols established for physical and occupational therapy to support Rehabilitation discharge goals. Patient progress within rehabilitation communicated with discharge planner to ensure timely discharge. Weekend rehabilitation services. Outpatient Early intervention program for low back pain communicated to referral sources. Rehabilitation Patient outcomes tracked for surgical and non-surgical patient population; results leveraged with referral sources. Occupational Medicine program linked to outpatient rehabilitation services. Pain management linked to outpatient rehabilitation services. Coordination Care coordination model for consistent approach from point of referral through treatment. Care algorithm for assessment and recommendations. Care algorithm developed in collaboration with surgeon, primary care, pain management, physiatry, and rehabilitation. Referral guidelines consistently utilized for PCP's and specialty services. Methods for effective communication of patient care between providers. Patient outcome measures on non-surgical patients collected, managed, and leveraged. Triage call line for individuals with spine care needs. Triage calls tracked and used to improve referral relationships and to improve community education. Care coordination model exists within physical space housing all services necessary to spine care continuum, if necessary. Branded and high quality educational materials related to surgical and non-surgical care processes (e.g., exercise programs). Segregated inpatient unit with private beds dedicated to spine services. Hospital website houses spine care preventative materials. Spine coordinator position to link care continuum, strengthen referral source relationships, track outcomes, and educate patients. Specialty program certification (e.g., Joint Commission Disease specific care certification, Blue Cross program of distinction).

To evaluate a rehabilitation product line, the Link Care Continuum category 10 f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 8 below.

TABLE 8 Link Care Continuum Category for Rehabilitation Product Line Subcategories Subsets Care Specially trained outpatient rehabilitation clinicians (e.g., advanced degrees, continuing education, and experience). Internal education (e.g., at least one time per month). High-volume referral sources engaged (e.g., at least two times per year) to speak to rehabilitation staff on advanced surgical techniques, rehabilitation intervention guidelines, and expected rehabilitation outcomes. Budget allocated to continuing education for rehabilitation. Branded home exercise programs and instructions. Patient outcomes (including functional and patient perception of care) tracked by condition. Patient outcomes used to establish clinical best practices and operational opportunities for improvement. Patient outcomes used as performance indicator for annual reviews. Documentation accurately represents care provided during patient visits, as evidenced by routine peer review process. Timely access to initial evaluation care (e.g., 1 day = 2; 2 days = 1; >2 days = 0). Timely patient care (e.g., average of 45-60 minutes = 2; 31-44 minutes = 1; <30 minutes = 0). Sufficient staffing mix throughout hours of operation. Margin Performance-based metrics established, tracked, and communicated within rehabilitation department (e.g., monthly). Rehabilitation staff understands goal of meeting or exceeding performance metrics (e.g., daily visits per therapist). Margin metrics used to manage business (e.g., staff recruitment). Performance metric goals defined with corresponding action plans. Peer review to ensure documentation and charges accurately represent care provided and meet regulatory standards. Effective processes to collect co-pays (e.g., collection rate verified at least monthly). Contractual agreements for highest payors (e.g., procedure rate, percent of charges, visit rate, etc.). Adequate procedures per visit (e.g., <2.2 procedures per visit = 0; >2.8 procedures per visit = 2). Non-clinical time (e.g., documentation time) does not impede patient scheduling, access, or care. Volume Patient visit volumes tracked (e.g., on a monthly basis) by site, by discipline and by therapist, compared to goals, and shared with staff Cancellations and no-shows tracked and reported (e.g., monthly). Low cancellation and no-show rate (e.g., <12% = 2; 12-14% = 1; >15% = 0). Referral sources captured by physician, diagnosis, and zip code. Referral source data used to create business development strategies. Marketing materials (e.g., brochures, clinical and customer service results) leveraged to grow business. Resources (e.g., director, manager, staff) with defined business growth strategy plans. Average visits per referral reviewed.

To evaluate a sports medicine product line, the Link Care Continuum category 10 f of FIG. 2 may be divided into subcategories and subsets as set forth in Table 9 below.

TABLE 9 Link Care Continuum Category for Sports Medicine Product Line Subcategories Subsets Community Action plan to transport target audience and service area patients (e.g., active lifestyle, Integration coaches, recreational leagues, school districts, and pro/semi-pro sports) into care continuum. Relationships with school districts and ATC's defined; referral patterns understood and leveraged. Programming to highlight sports medicine topics (e.g., run/walk, golf outings) about 4-6 times per year. Internal education for volunteers and hospital employees for sports medicine topics and services. Sports medicine services highlighted at community events (e.g., 5K runs, golf outings). Educational materials developed to accompany programming; product line brochure to highlight services and capabilities. Process for identifying patients with school district ties for notifying ATC and/or surgeon. Referral call line tracks referrals and demographics; information leveraged. Integration of Hospital tracks referral sources for outpatient surgical patients through database. Physician Referral source information utilized to enhance existing relationships and to develop Referral others. Sources Sports medicine physicians and rehabilitation professionals educate referral sources (e.g., PCP's) to knee and shoulder pain care algorithms. Relationship and processes exists between ED and sports medicine physicians. Referral source relationships with school districts, coaches, and ATC's. Tracking by patient/referral source for contractual relationships. CME program for PCP's and extenders (e.g., at least 1 time per year). Surgeon Key surgeons positioned as leaders in program development. Relationships Needs, wants, and expectations related to programmatic and clinical goals defined and prioritized. Surgeon's office effectively linked to hospital for streamlined scheduling. Operating room efficiencies identified. Operating room standards of care and processes established. Consistent inpatient vs. outpatient procedures based on care needs and payor trends. Established relationship with durable medical equipment (DME) provider to ensure timely receipt of bracing; process coordinated through physician's office prior to admission. Collaborative marketing to attach physician to brand/program. Hospital Multi-disciplinary product line team to implement programmatic change. Services Key success metrics established, tracked, and communicated (e.g., case volume, referrals, variable cost). Hospital Fast-track program for injured athletes (especially those referred by ATC). Services Referral process for non-surgical patients based on condition. (Emergency Services) Hospital Bracing needs and post-operative physical therapy consultation identified prior to Services admission. (Pre-Surgical Services) Hospital Standardized pre-operative orders. Services Reduced variation of physician preferences. (Day of Process for same-day transfer from post-operative care to recovery area. Surgery) Written, branded, and diagnosis-specific discharge instructions (e.g., bracing instructions, pain management instructions) demonstrate progressive mobility. Surgical times coordinated to allow for post-operative recovery in outpatient area. Post-operative referrals provided upon discharge Hospital Timely access to imaging services. Services (Imaging) Rehabilitation Timely access to outpatient rehabilitation for sports medicine patients (e.g., typically 24 hours); direct physical therapist referrals with same-day access. Post-operative patient protocols for outpatient physical therapy. Effective communication process between outpatient physical therapy and sports medicine physicians to support return to work/activity. Early intervention program for non-surgical care communicated to referral sources via care algorithms. Patient outcomes tracked for surgical and non-surgical patient populations; results leveraged with referral sources. Outpatient rehabilitation environment, equipment, and resources support comprehensive sports medicine population needs. Strategic plan for outpatient rehabilitation system expansion.

The Build Brand Strategy category 10 g of FIG. 2 may be divided into subcategories and subsets as set forth in Table 10 below.

TABLE 10 Build Brand Strategy Category Subcategories Subsets Overall Marketing budget including service line specific program development activities. Marketing plan with dates and responsibilities. Standing meetings to review current initiatives, marketing plan, and new materials. Senior administration team engaged in development of brand strategy. Brand Brand/logo adopted and used to reinforce brand identity and continuity throughout Establishment continuum. and Sub-brands for program product lines supported with a name and logo. Development Musculoskeletal website implemented with program specific information (e.g., specialties, physicians, locations). Consumer advertising/promotion via various forms of media to create awareness in the community. Action plan to make consumer/patient's first experience a positive one; consumer inquiries tracked to evaluate success of activities/promotions. Internal Internal communications distributed to all levels of organization. Awareness Volunteers integrated to serve as active voice in the community. Internal event/open house for staff members to interface with service line team and clinical staff. Brand Physician guide distributed to introduce capabilities of program and physicians. Relationship Liaison educated to distribute materials and to receive feedback from physicians. between Physicians participate in programming to demonstrate breadth and depth of clinical Hospital and staff capabilities. Physicians Service line benefits marketed to physicians using outcomes, education, direct outreach, and CME. Product Line Service line brochures disseminated through hospital campus and other common areas Educational in the community. and Patient Educational packets for patients and families to serve as a guide to theit hospital Materials experience. Outcomes promoted (e.g., rehabilitation, customer service, clinical results) to differentiate hospital's services. Targeted Community calendar developed to link third-party organizations (e.g., Human Motion Community Institute (HMI)) into existing hospital wide events. Marketing Regular lectures (e.g., 2-3 times yearly) by physicians and clinical staff to educate consumers on topics pertaining to musculoskeletal care. Interactive/multi-station programming sessions (e.g., minimum of 2 per year) to highlight a variety of services within the musculoskeletal continuum.

Referring still to FIG. 2, the scoring step of block 104 (FIG. 1) may involve scoring each category 10, subcategory 12, and/or subset 14, on a scale to produce raw score 15. An exemplary scale may include possible scores ranging from zero (0) to two (2). In an exemplary embodiment, a raw score 15 of zero (0) indicates that a category 10, subcategory 12, and/or subset 14, is not in existence; a raw score 15 of one (1) indicates that a category 10, subcategory 12, and/or subset 14, is not being executed effectively and/or consistently; and a raw score 15 of two (2) indicates that a category 10, subcategory 12, and/or subset 14, is being executed both effectively and consistently. As shown in FIG. 2, subset 14 a was given a raw score 15 of two (2), subset 14 b was given a raw score 15 of one (1), and subset 14 c was given a raw score 15 of zero (0). According to an exemplary embodiment of the present invention, at least some of the data gathered during the collecting step of block 102 (FIG. 1) should provide information necessary to complete the scoring step of block 104 (FIG. 1).

Continuing to block 106 of FIG. 1, another step of the present method involves converting the raw scores 15 of block 104 to percentage scores. As shown in FIG. 2, to achieve a percentage score 16 for a subcategory 12, raw scores 15 within each subcategory 12 are added together and divided by a total possible score. Similarly, to achieve a percentage score 18 for a category 10, raw scores 15 within each category 10 are added together and divided by a total possible score. According to an exemplary embodiment of the present invention, the evaluator inputs the raw scores 15 into a computing device, and the computing device calculates the percentage scores.

In the example illustrated in FIG. 2, the raw scores 15 from the Physician Leadership subcategory 12 b, specifically the raw score 15 of two (2) for subset 14 a, the raw score 15 of one (1) for subset 14 b, and the raw score 15 of zero (0) for subset 14 c, are added together to achieve a total raw score of three (3). The total raw score of three (3) is then divided by the total possible score of six (6), resulting in a percentage score 16 for the Physician Leadership subcategory 12 b of 50%. The same process was then repeated for each of the remaining subcategories 12 within the Engage Physicians category 10 d, including the Value to Physicians subcategory 12 a, the Physician Engagement Plan subcategory 12 c, and the Percentage of Targeted Physicians Actively Engaged subcategory 12 d.

Referring still to the example of FIG. 2, to achieve a percentage score 18 for the Engage Physicians category 10 d, raw scores 15 from the Value to Physicians subcategory 12 a, the Physician Leadership subcategory 12 b, the Physician Engagement Plan subcategory 12 c, and the Percentage of Targeted Physicians Actively Engaged subcategory 12 d, are added together to achieve a total raw score. The total raw score is then divided by the total possible score, resulting in a percentage score 18 for the Engage Physicians category 10 d of 38%. The same process is then repeated for each of the remaining categories 10, including the Reinforce Service Line Infrastructure category 10 a, the Strengthen Customer Service category 10 b, the Balance Goals category 10 c, the Integrate Referral Sources category 10 e, the Link Care Continuum category 10 f, and the Build Brand Strategy category 10 g.

Continuing to block 108 of FIG. 1, another step of the present method involves calculating an overall percentage score. To calculate an overall percentage score 20, the percentage scores 18 from the various categories 10 are averaged. According to this exemplary embodiment, the overall percentage score 20 is not weighted to favor a particular category 10 that may have a higher total raw score due to the number of subcategories 12 and/or subsets 14 within that category 10.

Referring still to the example of FIG. 2, to achieve an overall percentage score 20, percentage scores 18 from all of the categories 10 are averaged. Specifically, percentage scores 18 from the Reinforce Service Line Infrastructure category 10 a, the Strengthen Customer Service category 10 b, the Balance Goals category 10 c, the Engage Physicians category 10 d, the Integrate Referral Sources category 10 e, the Link Care Continuum category 10 f, and the Build Brand Strategy category 10 g, are averaged to achieve an overall percentage score 20 of 37%. As mentioned above, the overall percentage score 20 is an average percentage score 18 of the various categories 10, such that the overall percentage score 20 is not weighted to favor a particular category 10. It is within the scope of the present invention, however, that certain categories 10 may be weighted to more strongly influence the overall percentage score 20. For example, the Reinforce Service Line Infrastructure category 10 a and the Engage Physicians category 10 d have been shown to have a strong correlation to a program's maturity, and therefore may be weighted in the overall percentage score 20.

Continuing to block 110 of FIG. 1, another step of the present method involves associating the percentage scores with a stage or level of maturation. The associating step of block 110 may be completed for percentage scores 16 of each subcategory 12, percentage scores 18 of each category 10, and/or overall percentage score 20. In an exemplary embodiment shown in FIG. 3, a percentage score between approximately 0% and 44% is associated with a first stage of maturation 30, a percentage score between approximately 45% and 79% is associated with a second stage of maturation 32, and a percentage score between approximately 80% and 100% is associated with a third stage of maturation 34. First stage of maturation 30 has been shown to indicate a program in a stage of infancy. Second stage of maturation 32 has been shown to indicate a program in a stage of development. Third stage of maturation 34 has been shown to indicate a program in a stage of maturity.

These maturation stages or levels were determined empirically by observing general characteristics of programs in stages of infancy, development, and maturity. For example, for the Physician Leadership subcategory 12 b, the inventors determined that: (1) a program in the stage of infancy will generally have traditional medical staff in leadership positions with physicians working on product line specific initiatives that directly affect them; (2) a program in the stage of development will generally have key physicians in product line specific or service line specific leadership roles, and will generally have leadership roles that are clearly defined and productive, but will generally inconsistently engage other physicians in decision making; and (3) a program in the stage of maturity will generally have a comprehensive, well-defined and active service line leadership structure in place, the leadership structure will generally have accountability for care, margins, and volume metrics, and key physicians will generally influence others for service line success.

With respect to the Reinforce Service Line Infrastructure category 10 a of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 11 below.

TABLE 11 Reinforce Service Line Infrastructure Category Maturation Stages Subcategories Infancy Development Maturity Administrative Administrative focus on Musculoskeletal service Administration meets Commitment musculoskeletal service line is defined as high quarterly to review key line is established. level priority (i.e. service line indicators and established as a signature initiatives and determines service line). Senior key strategic focus of leader in place with service line. Annual service line responsibility strategy session occurs to and authority to remove ensure progression of barriers to performance service line. Physician Reasonable foundation for Intermittent (non- Key Physicians are Leadership musculoskeletal physician structured) interaction actively and consistently leadership exists. exists with Key Physicians engaged in vision, budget and administration with and growth strategies for regards to the service line. service line. Structured vehicle (i.e. quarterly meetings) exists for engagement. Operational Defined role/position Service line management Service line structure Support exists to support service structure is deployed. consistently implements, line (i.e. service line Dedicated service line tracks and improved manager). Roles and manager, key service line performance measures. responsibilities defined. leadership team, integrated Barriers are understood service line operations and action plans are team, and product line consistently implemented. teams in place to support Management structure has the program. the authority to manage the performance of the service line.

With respect to the Strengthen Customer Service category 10 b of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 12 below.

TABLE 12 Strengthen Customer Service Category Maturation Stages Subcategories Infancy Development Maturity Customer Senior leadership has Customer service Customer service is Service established a vision and champion has been managed by service line Commitment customer service established to assume and results are reviewed principles to support responsibility, direction consistently by senior organizational goals. and success of customer leadership. Service line service process. Execution customer service of program is managed responsibility and and monitored at a unit or authority exists. Customer department level. service success is an objective goal incorporated into service line manager and key department leaders' annual performance plan. Customer Vision and principles of Detailed actions to support Continual process Service customer service are customer service improvement approach is Infrastructure shared within the principles are established established through and Process organization and by job function for the customer satisfaction incorporated in the new service line. Customer teams at a service line or hire orientation process. service guide is in place department level to ensure and effectively longevity of program. communicated at a Effective process exists to minimum annually. ensure new employees are effectively educated to customer service approach and tools. Customer Standardized measuring Survey tool is specific to Service line results are Service tool is established and processes within control consistently at or above Metrics utilized at a and implemented at a goal. Results are department/unit level (i.e. department level. Return effectively leveraged to Press Ganey, H-CAHPS). rate is >85%. Service line internal and external Trending of scores are goals are identified. stakeholders. Metrics are tracked and shared at a Results are effectively reviewed at a minimum, department level. managed and improved annually to re-evaluate for through the customer inclusion. service team.

With respect to the Balance Goals category 10 c of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 13 below.

TABLE 13 Balance Goals Category Maturation Stages Subcategories Infancy Development Maturity Care Patient Outcomes Patient Outcomes Condition specific patient inclusive of patient inclusive of patient outcomes inclusive of satisfaction are tracked at a satisfaction are tracked and patient satisfaction (e.g., hospital level to support trended by service line, joint, spine, lower back national and regulatory nursing unit/department pain (LBP), etc.) are standards (i.e. H-CAHPS, level and outpatient tracked in addition to JCAHO, SCIP, Premier, rehabilitation. Results are national and regulatory Leapfrog) shared at unit/department standards. Clear goals are level. Performance established and success is improvement process part of performance exists. review. Physicians and direct care providers involved in establishing, tracking and improving metrics. Results are leveraged internally and externally. Margin Cost accounting Margin management and Service line margin goals methodology exists within improvement goals exist at are established, managed organization. Reports are an organization level. and communicated by available to review within Initiatives to improve service line. Service Line senior leadership at an margin exist (i.e. all Manager responsible for organizational level. patients with a LOS > 3 managing both cost and days have internal review). revenue opportunities. Infrastructure is effective in executing change to enhance the service line and or product line's margin. Volume Inpatient and outpatient Clearly defined goals are Collaboration between the case volume goals exist at established and tracked by hospital and physicians an organizational level. one of the service line, exists to create long term Case volume is routinely product line, or physician. service line strategy for tracked. Plan for volume growth volume growth. exists and resource impact Implications on resources, is understood. facilities and care are understood and action plan developed. Physician and market specific goals established at a product line level to meet the service line growth strategy.

With respect to the Engage Physicians category 10 d of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 14 below.

TABLE 14 Engage Physicians Category Maturation Stages Subcategories Infancy Development Maturity Relationship/ Hospital-Medical staff Basic non- Physicians actively Program Value relationship is professional economic/foundational involved in decisions that to Physicians and cordial. Service line strategies being affect the care of their discussions are productive. employed. Physicians are patients. Physicians Physicians perceive value highlighted in service line perceive value in being in alignment or product line materials associated with the and programming. program and perceive that their success is closely tied to program success. Physician Traditional medical staff Key physicians in product Comprehensive, well- Leadership leadership positions in line specific or overall defined and active service place. Physicians actively service line leadership line leadership structure in work on product line roles (may be paid or place (i.e. leadership specific initiatives that unpaid). Leadership roles council, defined product directly affect them (i.e. are clearly defined and line leads). Leadership physician-specific order productive (i.e. clinical structure has accountability sets or protocols, OR lead for product line for care, margin and improvements for their team). Inconsistently volume metrics (may or cases, etc.) engage other physicians may not have bonus tied to in decision making. metrics). Key physicians influence others for service line success. Physician Hospital recognizes the Hospital plan for service Hospital is deliberately and Engagement need for an active line physician actively implementing a Plan engagement strategy and engagement exists but not comprehensive short and plan. Hospital has comprehensive in scope long term strategic plan. attempted isolated (physicians or strategy). Structure exists to ensure strategies with physicians. Plan is being pro-actively strategic plan is meeting Strategies are not typically developed but the needs of the physicians, pro-active in nature, but inconsistently or the hospital and the service rather reactive. ineffectively line. communicated. Percentage of 0-20% Engaged 21-50% Engaged 51-100% Engaged Targeted Physicians Actively Engaged

With respect to the Integrate Referral Sources category 10 e of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 15 below.

TABLE 15 Integrate Referral Sources Category Maturation Stages Subcategories Infancy Development Maturity Resource Consistent base of referral Referral base tracking and Physician liaison assigned sources exist (i.e. communication is to the service line. Clearly employed PCP group, broadened to include but is defined goals are system “loyal” PCPs). not limited to ED, established and tracked Data collection of referrals Rheumatology, relative to volume and obtained through Occupational Medicine demographic dispersion by admission data and Podiatry. Service line product line. Referral inconsistently and is not manager or hospital sources have knowledge of used in the strategic physician liaison assumes service line services and development of an responsibility for specialties. Integration of integrated plan. integrating referral non-physician/community sources, establishing goals referral sources exists and and communicating with leveraged. leadership and surgeons. Integration General knowledge of Educational needs of Hospital and surgeons needs, wants and referral sources are have clear vision and plan expectations are identified. Education is for integrating referral understood for top referral provided independently by sources. Education occurs sources. Tracking and surgeons with existing routinely by specialty with improving referral referral sources on an as CME credits provided with relationships is minimal needed basis. goal of ensuring right care and occurs without Collaboration between at the right time by the integration of hospital and referral source and surgeon right specialist. Objective physician. for complex medical data such as patient patients exists. satisfaction and outcomes are leveraged with referral sources.

With respect to the Link Care Continuum category 10 f of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 16 below.

TABLE 16 Link Care Continuum Category Maturation Stages Subcategories Infancy Development Maturity Link Care Care continuum is viewed Care continuum linkages Care continuum linkages Continuum in linear fashion. are identified at a product are effectively, Elements of the care line level and extend consistently and continuum exist but are beyond the hospital deliberately enhanced and episodic in nature (e.g., episode of care. integrated for each product inpatient episode, Integration of each line within the service line. outpatient episode, element of the care Variations within the outpatient rehabilitation). continuum is inconsistent. product line care continuum are clearly understood and leveraged to create distinction.

With respect to the Build Brand Strategy category 10 g of FIG. 2, service lines in each stage of maturation have been observed to exhibit the general characteristics set forth in Table 17 below.

TABLE 17 Build Brand Strategy Category Maturation Stages Subcategories Infancy Development Maturity Brand Brand and logo exists for Content has been created Hospital service line is Establishment service line. Web site has unique to the service line well-established in the and designation for the brand. and the specialty service community. Brand is Development provided. Some media pervasive throughout the advertising exists to create hospital advertising efforts awareness in the and publications. Hospital community. signage for program exists. All elements of the continuum are tied to the brand. Internal Service line is represented Communications within Hospital has annual events Awareness in employee newsletters. the hospital are a for hospital employees continuous effort. Signage which correspond to reflecting brand are in service line brand. Service areas where the service line has own unique line staff are frequently newsletter for staff. Brand present. Volunteers are is present throughout included in service line hospital campus. communications. Brand Physicians are included in Physicians have specifics Physicians are included in Relationship service line marketing to their practices and the advertising by the between activities. specialties in a referral hospital and play an active Hospital and guide and on the website. role in the development of Physicians Participate in hospital programs geared toward based programs for the the community and other community. Liaison physicians/referral position exists and sources. Physicians individual has been participate in the creation educated to help of branded educational engagement effort. materials. Physician and Quarterly bulletins are sent practice materials reflect to physicians regarding brand. program. Product Line Product lines exist for Product lines have unique Product lines have unique Educational subspecialty areas of the materials under the sub-brands with logos and Patient service line and are umbrella brand for use in under the umbrella brand. Materials reflected in collaterals and education and advertising. Programs are developed website. Product line outcomes are specifically for the product gathered & used for lines and media advertising to internal and advertising is done at the external audiences. product line level. Targeted Hospital has periodic Regular lectures occur at A formal community Community lectures to the community the hospital or elsewhere calendar of Marketing on campus for in the primary service area musculoskeletal related musculoskeletal service (PSA) which feature a events exists which line. cross section of the features a combination of different subspecialties lectures and interactive and clinical staff. programs. Programs occur Interactive programs/ both on campus and in clinics may also be strategic locations occurring. Service line is throughout the PSA and involved in sponsored secondary service area events. (SSA). Strategic partners (e.g., sports team, outside organizations, vendors) are engaged in programming efforts. Participation is tracked to analyze patient conversion.

Various maturation levels were analyzed and tested until the percentage scores most accurately coordinated with the general observational standards for the categories 10 and subcategories 12. As discussed above, percentage scores between approximately 0% and 44% were shown to coordinate with general observational standards for a program in the stage of infancy, percentage scores between approximately 45% and 79% were shown to coordinate with general observational standards for a program in the stage of development, and percentage scores between approximately 80% and 100% were shown to coordinate with general observational standards for a program in the stage of maturity.

Referring to the example of FIG. 3, an exemplary maturation scale 300 is illustrated graphically. The maturation scale 300 tracks the percentage scores 18 from all of the categories 10 and the overall percentage score 20 against the maturation stages or levels described above. The Reinforce Service Line Infrastructure category 10 a is in a stage of development, while the remaining categories 10 are in a stage of infancy. The overall percentage score 20 of 37% indicates that the service line, as a whole, is in a stage of infancy.

Continuing to block 112 of FIG. 1, another step of the present method involves providing feedback to the hospital. According to an exemplary embodiment of the present invention, the feedback is in the form of a hard-copy report that is accessible by executives of the hospital, service line managers, product line managers, and coordinators, for example. According to another exemplary embodiment of the present invention, an electronic report is posted to a website and accessible via an internet network. The report may include both written and graphical summaries of the above-described method 100, such as maturation scale 300 shown in FIG. 3.

The feedback may include percentage scores 16 for each subcategory 12, percentage scores 18 for each category 10, and/or an overall percentage score 20. The feedback may also include raw scores 15. The percentage scores may be compared to previous percentage scores, such as the percentage scores for the previous year. For example, referring to the example of FIG. 3, percentage scores 18 and an overall percentage score 20 from the previous year are shown as dotted lines on maturation scale 300.

The feedback may also include a list of goals for the hospital and action steps for improving the maturation stage. In an exemplary embodiment, the goals are determined based on categories 10 and/or subcategories 12 that are rated lowest on maturation scale 300. In other words, the goals are determined based on scores in categories 10 and/or subcategories 12 that are lower than other scores of the same service line. For example, referring to the example of FIG. 3, the feedback may include action steps for the hospital to improve its integration of referral sources (category 10 e). In another exemplary embodiment, the goals are determined based on categories 10 and/or subcategories 12 that are rated lower on maturation scale 300 than those of the hospital's competitors.

The feedback may also include a written summary of data gathered during the collecting step of block 102 (FIG. 1). For example, the feedback may include written summaries of demographic data, financial data, and patient care data.

According to an exemplary embodiment of the present invention, method 100 may be repeated on a routine basis. For example, method 100 may be repeated quarterly, bi-annually, or annually. In an exemplary embodiment, percentage scores 16 for each subcategory 12, percentage scores 18 for each category 10, and/or an overall percentage score 20 are compared to those of previous evaluation periods.

Referring to FIG. 4, an exemplary system 200 is provided for performing the above-described method. System 200 includes computing device 202, such as a general purpose computer or a portable computing device having display 203. Although system 200 is illustrated as including a single computing device 202, it should be understood that multiple computing devices 202 may be used together, such as over a network or other methods of transferring data.

Computing device 202 includes memory 204 and controller 206 that is able to access memory 204. Exemplary controllers include computer processors. Memory 204 is a computer readable medium and may be a single storage device or may include multiple storage devices, located either locally with system 200 or accessible across a network. Computer-readable media may be any available media that may be accessed by controller 206 of system 200 and includes both volatile and non-volatile media. Further, computer readable-media may be one or both of removable and non-removable media. By way of example, computer-readable media may include, but is not limited to, RAM, ROM, EEPROM, flash memory or other memory technology, CD-ROM, Digital Versatile Disk (DVD) or other optical disk storage, magnetic cassettes, magnetic tape, magnetic disk storage or other magnetic storage devices, or any other medium which may be used to store the desired information and which may be accessed by system 200.

As shown in FIG. 4, memory 204 of computing device 202 includes operating system 208 and communications software 210. Exemplary operating system software is WINDOWS™ operating system software available from Microsoft Corporation of Redmond, Wash. Communications software 210 allows computing device 202 to communicate with a local area network, a public switched network, a CAN network, any type of wired network, and any type of wireless network. An exemplary public switched network is the Internet. Exemplary communications software includes e-mail software, internet browser software, and other types of software which permit system 200 to communicate with other devices across a network.

Computing device 202 also includes user input device 212. User input device 212 may include buttons, knobs, keys, switches, a mouse, a touch screen, a roller ball, and other suitable devices for providing an input to system 200. As shown in FIG. 4, user input device 212 communicates with controller 206.

Memory 204 of computing device 202 further includes computing software 214. Exemplary computing software includes EXCEL™ available from Microsoft Corporation of Redmond, Wash. According to an exemplary embodiment of the present invention, computing software 214 is configured to calculate a percentage score 16 from a plurality of raw scores 15 as described above with respect to FIG. 2. Computing software 214 may also be configured to associate the calculated percentage score 16 with a stage or level of maturation and generate a maturation scale, such as the graphical maturation scale 300 of FIG. 3.

In operation, a user enters a plurality of raw scores 15 into computing device 202 via user input device 212. Then, computing software 214 calculates a percentage score 16 from the input raw scores 15, as described above. Finally, computing device 202 generates report 216. As discussed above, report 216 may be a hard-copy report that is sent to executives of the hospital, service line managers, product line managers, and coordinators, for example. Report 216 may also be an electronic report that is posted to a website and made available via an internet network. Report 216 may include both written and graphical summaries, such as maturation scale 300 of FIG. 3.

While this invention has been described as having preferred designs, the present invention can be further modified within the spirit and scope of this disclosure. This application is therefore intended to cover any variations, uses, or adaptations of the invention using its general principles. Further, this application is intended to cover such departures from the present disclosure as come within known or customary practice in the art to which this invention pertains and which fall within the limits of the appended claims. 

1. A method for managing and evaluating a service line of a hospital comprising the steps of: collecting data relevant to the service line of the hospital; awarding the service line of the hospital a raw score out of a possible score in each of a plurality of categories based on the collected data; calculating a percentage score by dividing the sum of the raw scores for the plurality of categories by the sum of the possible scores for the plurality of categories; associating the percentage score with a stage of maturation; and reporting the stage of maturation to the hospital.
 2. The method of claim 1, wherein the collecting data step comprises collecting at least one of demographic data, financial data, patient care experience data, patient care result data, infrastructure data, customer service data, strategic goal planning data, physician engagement data, referral source data, and brand strategy data.
 3. The method of claim 1, further comprising the step of inputting the raw scores for the plurality of categories into a computing device, wherein the computing device performs the calculating step.
 4. The method of claim 1, wherein the stage of maturation comprises an infancy stage when the percentage score is between approximately 0% and 44%.
 5. The method of claim 1, wherein the stage of maturation comprises a development stage when the percentage score is between approximately 45% and 79%.
 6. The method of claim 1, wherein the stage of maturation comprises a maturity stage when the percentage score is greater than approximately 80%.
 7. The method of claim 1, wherein the reporting step comprises providing the hospital with a graphical maturation scale that visually communicates the stage of maturation.
 8. The method of claim 1, wherein the reporting step comprises providing an electronic report accessible by the hospital via an internet network.
 9. The method of claim 1, wherein the collecting step comprises collecting data relevant to a musculoskeletal service line of the hospital.
 10. The method of claim 1, further comprising the step of providing feedback to the hospital to improve the stage of maturation.
 11. A method for managing and evaluating a service line of a hospital comprising the steps of: collecting data relevant to the service line of the hospital; awarding the service line of the hospital a raw score out of a possible score in each of a plurality of categories based on the collected data; classifying the service line of the hospital in one of an infancy stage, a development stage, and a maturity stage based on the sum of the raw scores for the plurality of categories; and providing feedback to the hospital based on the classifying step.
 12. The method of claim 11, further comprising the step of calculating a percentage score by dividing the sum of the raw scores for the plurality of categories by the sum of the possible scores for the plurality of categories, wherein the classifying step comprises classifying the service line of the hospital based on the percentage score.
 13. The method of claim 12, wherein the classifying step comprises classifying the service line of the hospital in the infancy stage when the percentage score is between approximately 0% and 44%.
 14. The method of claim 12, wherein the classifying step comprises classifying the service line of the hospital in the development stage when the percentage score is between approximately 45% and 79%.
 15. The method of claim 12, wherein the classifying step comprises classifying the service line of the hospital in the maturity stage when the percentage score is greater than approximately 80%.
 16. The method of claim 12, further comprising the step of inputting the raw scores for the plurality of categories into a computing device, wherein the computing device performs the calculating step.
 17. A method for managing and evaluating a service line of a hospital comprising the steps of: collecting data relevant to the service line of the hospital; evaluating the service line of the hospital in a plurality of categories, the plurality of categories selected from the group consisting of: patient care, infrastructure, customer service, strategic goal planning, physician engagement, referral sources, and brand strategy; classifying the service line of the hospital in one of an infancy stage, a development stage, and a maturity stage for each of the plurality of categories; and providing feedback to the hospital based on the classifying step.
 18. The method of claim 17, wherein the providing step comprises providing the hospital with a graphical maturation scale that visually communicates whether the service line of the hospital in classified in the infancy stage, the development stage, or the maturity stage for each of the plurality of categories.
 19. The method of claim 17, wherein the providing step comprises providing an electronic report accessible by the hospital via an internet network.
 20. The method of claim 17, wherein the collecting step comprises collecting data relevant to a musculoskeletal service line of the hospital. 